Assignment Prompt & Instructions
Please see attachment for instructions
– a year ago
**files (1)**
– ## ProposalPaper.docx
**## ProposalPaper.docx**
1
Use the proposal paper and references to create a 8-10 page double-spaced (not including title or reference pages)
**outline paper** based on the Topic
Paper organization will include:
· Introduction
· Clearly define the problem, issue, or desired topic that was researched.
· Starts out broad and becomes more and more specific.
· Body
· Present the relevant literature and ideas.
· Identify relations, contradictions, gaps, and inconsistencies in the literature.
· Possible solutions to any problem(s) identified.
· Conclusion
· 10 References
**Topic: Disaster Recovery, Business Continuity, and Continuity of Operations Planning**
**Introduction**
Disaster recovery (DR), business continuity (BC), and continuity of operations planning (COOP) are critical for operational resilience given the constant advances in cybercriminal attacks, natural disasters, and sometimes unexpected system outages. These frameworks work to maintain continuity of business processes and systems throughout and after the disruptions. The continuity plan is not only about the protection of data but also the reputation, fiscal viability, and credibility of the organization. Pillars like the access control, access control lists, authorized access, and network security form part of these initiatives. This paper examines the relationships between these components and ways to improve DR, BC, and COOP practices in contemporary organizations suggested in literature.
**Problem Statement**
It is important to understand that organizations still grapple with numerous problems when it comes to disaster recovery and continuity solutions. Largely these organizations have weak policies of access control or do not incorporate ACLs within its network framework, and this exposes the organizations data integrity when disaster strikes. However, sometimes there is ineffective legal access mechanism and unstable network connection whereby such weaknesses increase and may lead to infiltration of the internal and external threats. Nurhanudin, S. B. (2021) asserts that a poor DRP that does not align with the best practice such as the NIST 800-34 framework simply creates an isolation boundary for a system against major disasters.
**Relevance and Significance**
Business continuity planning is crucial as it aids in eliminating threats and prevents disruption of other services in an organization. According to Awadh Alseiari et al. (2020), adherence to structured DR and BC plans can be particularly valuable for organizations like ADNOC Onshore, as this will help avoid putting the company’s operation at risk by maintaining the systematic approaches to DR and BC. Similarly, Russo et al. (2023) explain that organizational maturity for business continuity requires a comprehensive evaluation related to various concerns such as access control and high network security.
One of the fundamental components of the security architecture is this access control that determines who can access what. They work as the access control mechanisms by regulating these privileges at the granular level. Even the best of the recovery plans and programs may fail to work because miscreants may infiltrate the recovery environments due to insecure ACLs. As suggested by Sapapthai et al. (2020), when conducting a stakeholder analysis in the ABM of area based BC it is important to consider information access pathways in consideration of role-based controls.
Identity verification and authentication procedures take these controls a step further by approving them. Sasaki et al. (2020) revealed that healthcare institutions that updated their continuity plans after the 2011 Great East Japan Earthquake received higher values of user verification and strengthened access security. To prohibit intruders from accessing the company’s recovery systems and key data, only authorized users should be granted permission to access them.
Network security is an integral part of DR and BC mainly because the latter depends on the stability of the former. A secure network underpins system availability and integrity during a crisis. Corrales-Estrada et al. (2021) also highlight that most resilience capabilities depend on networks that are secured and robust enough to counter cyber and physical risks. Hierarchy of network segmentation, firewalls, IDSs, and real time monitoring are helpful features in enhancing operational continuity. Widianti et al (2024) opine that this implies the need for virtual protection in networks, especially in volatile risk eras that are key to maintaining business processes.
Therefore, while resilience, risk, and continuity are more entwined than ever before due to digital transformations of organizations, it is crucial to understand and enhance these aspects. When it comes to a process resilience model, Ostadi et al. (2023) framed and argue for a more consolidated approach to risk management, IT governance, and disaster recovery. This approach encourages cooperation between departments and guarantees that user access procedures, network security, and strategies for getting past IT security work together.
As highlighted by Sawalha in 2020, it is typically wise to have not only the right tool but also appropriate culture and frequent exercising. This is supported by Barnett-Quaicoo and Ahmadu (2021) who note that such continuity systems should be audited regularly especially in the developing world where infrastructure risks are high.
In conclusion, access control, ACLs, authorized access, and network security are not tokens suspended in the ether – but are firmly entrenched in the planning of disaster recovery and business continuity. It, therefore, mirrors the ability of an organization to mitigate risks, adapt to them, and absorb the impacts of a shock that may affect it. Creating these areas and making sure they are in harmony with new trends is extremely crucial in achieving an operational readiness to perturbation.
**References**
Awadh Alseiari, A. F., Murad, A., & Khalid, A. (2020). Investigation Into Business Continuity And Disaster Recovery Plan Within The Adnoc Onshore In UAE.
_Systematic Reviews in Pharmacy_,
_11_(12).
[https://openurl.ebsco.com/EPDB%3Agcd%3A4%3A15525204/detailv2?sid=ebsco%3Aplink%3Ascholar&id=ebsco%3Agcd%3A156331721&crl=c&link_origin=scholar.google.com](https://openurl.ebsco.com/EPDB%3Agcd%3A4%3A15525204/detailv2?sid=ebsco%3Aplink%3Ascholar&id=ebsco%3Agcd%3A156331721&crl=c&link_origin=scholar.google.com)
Barnett-Quaicoo, P., & Ahmadu, A. (2021). Business continuity and disaster recovery in Ghana–a literature review.
_Continuity & Resilience Review_,
_3_(2), 104-118.
[https://doi.org/10.1108/CRR-03-2021-0006](https://doi.org/10.1108/CRR-03-2021-0006)
Corrales-Estrada, A. M., Gómez-Santos, L. L., Bernal-Torres, C. A., & Rodriguez-López, J. E. (2021). Sustainability and resilience organizational capabilities to enhance business continuity management: A literature review.
_Sustainability_,
_13_(15), 8196.
[https://doi.org/10.3390/su13158196](https://doi.org/10.3390/su13158196)
Nurhanudin, N. (2021). Designing a Disaster Recovery Plan Using NIST 800-34 Framework on the Information System of The Directorate General of Hajj and Umrah.
_JURNAL SISFOTEK GLOBAL_,
_11_(2), 75-81.
[https://journal.global.ac.id/index.php/sisfotek/article/view/391](https://journal.global.ac.id/index.php/sisfotek/article/view/391)
Ostadi, B., Ebrahimi-Sadrabadi, M., Sepehri, M. M., & Husseinzadeh Kashan, A. (2023). A systematic literature review of organization resilience, business continuity, and risk: towards process resilience and continuity.
_Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies)_,
_16_(1), 229-257.
[https://doi.org/10.22059/ijms.2022.330383.674751](https://doi.org/10.22059/ijms.2022.330383.674751)
Russo, N., Mamede, H. S., Reis, L., Martins, J., & Branco, F. (2023). Exploring a Multidisciplinary Assessment of Organisational Maturity in Business Continuity: A Perspective and Future Research Outlook.
_Applied Sciences_,
_13_(21), 11846.
[https://doi.org/10.3390/app132111846](https://doi.org/10.3390/app132111846)
Sapapthai, S., Leelawat, N., Tang, J., Kodaka, A., Chintanapakdee, C., Ino, E., & Watanabe, K. (2020). A stakeholder analysis approach for area business continuity management: A systematic review.
_Journal of Disaster Research_,
_15_(5), 588-598.
[https://doi.org/10.20965/jdr.2020.p0588](https://doi.org/10.20965/jdr.2020.p0588)
Sasaki, H., Maruya, H., Abe, Y., Fujita, M., Furukawa, H., Fuda, M., … & Egawa, S. (2020). Scoping review of hospital business continuity plans to validate the improvement after the 2011 Great East Japan Earthquake and Tsunami.
_The Tohoku Journal of Experimental Medicine_,
_251_(3), 147-159.
[https://doi.org/10.1620/tjem.251.147](https://doi.org/10.1620/tjem.251.147)
Sawalha, I. H. (2020). Business continuity management: use and approach’s effectiveness.
_Continuity & Resilience Review_,
_2_(2), 81-96.
[https://doi.org/10.1108/CRR-05-2020-0016](https://doi.org/10.1108/CRR-05-2020-0016)
Widianti, T., Dinaseviani, A., Ayundyahrini, M., Sumaedi, S., Rakhmawati, T., Astrini, N. J., … & Mahmudi, M. (2024). Business continuity management: trends, structures and future issues.
_Business Process Management Journal_,
_30_(7), 2352-2379.
[https://doi.org/10.1108/BPMJ-01-2024-0046](https://doi.org/10.1108/BPMJ-01-2024-0046)
**## ProposalPaper.docx**
1
Use the proposal paper and references to create a 8-10 page double-spaced (not including title or reference pages)
**outline paper** based on the Topic
Paper organization will include:
· Introduction
· Clearly define the problem, issue, or desired topic that was researched.
· Starts out broad and becomes more and more specific.
· Body
· Present the relevant literature and ideas.
· Identify relations, contradictions, gaps, and inconsistencies in the literature.
· Possible solutions to any problem(s) identified.
· Conclusion
· 10 References
**Topic: Disaster Recovery, Business Continuity, and Continuity of Operations Planning**
**Introduction**
Disaster recovery (DR), business continuity (BC), and continuity of operations planning (COOP) are critical for operational resilience given the constant advances in cybercriminal attacks, natural disasters, and sometimes unexpected system outages. These frameworks work to maintain continuity of business processes and systems throughout and after the disruptions. The continuity plan is not only about the protection of data but also the reputation, fiscal viability, and credibility of the organization. Pillars like the access control, access control lists, authorized access, and network security form part of these initiatives. This paper examines the relationships between these components and ways to improve DR, BC, and COOP practices in contemporary organizations suggested in literature.
**Problem Statement**
It is important to understand that organizations still grapple with numerous problems when it comes to disaster recovery and continuity solutions. Largely these organizations have weak policies of access control or do not incorporate ACLs within its network framework, and this exposes the organizations data integrity when disaster strikes. However, sometimes there is ineffective legal access mechanism and unstable network connection whereby such weaknesses increase and may lead to infiltration of the internal and external threats. Nurhanudin, S. B. (2021) asserts that a poor DRP that does not align with the best practice such as the NIST 800-34 framework simply creates an isolation boundary for a system against major disasters.
**Relevance and Significance**
Business continuity planning is crucial as it aids in eliminating threats and prevents disruption of other services in an organization. According to Awadh Alseiari et al. (2020), adherence to structured DR and BC plans can be particularly valuable for organizations like ADNOC Onshore, as this will help avoid putting the company’s operation at risk by maintaining the systematic approaches to DR and BC. Similarly, Russo et al. (2023) explain that organizational maturity for business continuity requires a comprehensive evaluation related to various concerns such as access control and high network security.
One of the fundamental components of the security architecture is this access control that determines who can access what. They work as the access control mechanisms by regulating these privileges at the granular level. Even the best of the recovery plans and programs may fail to work because miscreants may infiltrate the recovery environments due to insecure ACLs. As suggested by Sapapthai et al. (2020), when conducting a stakeholder analysis in the ABM of area based BC it is important to consider information access pathways in consideration of role-based controls.
Identity verification and authentication procedures take these controls a step further by approving them. Sasaki et al. (2020) revealed that healthcare institutions that updated their continuity plans after the 2011 Great East Japan Earthquake received higher values of user verification and strengthened access security. To prohibit intruders from accessing the company’s recovery systems and key data, only authorized users should be granted permission to access them.
Network security is an integral part of DR and BC mainly because the latter depends on the stability of the former. A secure network underpins system availability and integrity during a crisis. Corrales-Estrada et al. (2021) also highlight that most resilience capabilities depend on networks that are secured and robust enough to counter cyber and physical risks. Hierarchy of network segmentation, firewalls, IDSs, and real time monitoring are helpful features in enhancing operational continuity. Widianti et al (2024) opine that this implies the need for virtual protection in networks, especially in volatile risk eras that are key to maintaining business processes.
Therefore, while resilience, risk, and continuity are more entwined than ever before due to digital transformations of organizations, it is crucial to understand and enhance these aspects. When it comes to a process resilience model, Ostadi et al. (2023) framed and argue for a more consolidated approach to risk management, IT governance, and disaster recovery. This approach encourages cooperation between departments and guarantees that user access procedures, network security, and strategies for getting past IT security work together.
As highlighted by Sawalha in 2020, it is typically wise to have not only the right tool but also appropriate culture and frequent exercising. This is supported by Barnett-Quaicoo and Ahmadu (2021) who note that such continuity systems should be audited regularly especially in the developing world where infrastructure risks are high.
In conclusion, access control, ACLs, authorized access, and network security are not tokens suspended in the ether – but are firmly entrenched in the planning of disaster recovery and business continuity. It, therefore, mirrors the ability of an organization to mitigate risks, adapt to them, and absorb the impacts of a shock that may affect it. Creating these areas and making sure they are in harmony with new trends is extremely crucial in achieving an operational readiness to perturbation.
**References**
Awadh Alseiari, A. F., Murad, A., & Khalid, A. (2020). Investigation Into Business Continuity And Disaster Recovery Plan Within The Adnoc Onshore In UAE.
_Systematic Reviews in Pharmacy_,
_11_(12).
[https://openurl.ebsco.com/EPDB%3Agcd%3A4%3A15525204/detailv2?sid=ebsco%3Aplink%3Ascholar&id=ebsco%3Agcd%3A156331721&crl=c&link_origin=scholar.google.com](https://openurl.ebsco.com/EPDB%3Agcd%3A4%3A15525204/detailv2?sid=ebsco%3Aplink%3Ascholar&id=ebsco%3Agcd%3A156331721&crl=c&link_origin=scholar.google.com)
Barnett-Quaicoo, P., & Ahmadu, A. (2021). Business continuity and disaster recovery in Ghana–a literature review.
_Continuity & Resilience Review_,
_3_(2), 104-118.
[https://doi.org/10.1108/CRR-03-2021-0006](https://doi.org/10.1108/CRR-03-2021-0006)
Corrales-Estrada, A. M., Gómez-Santos, L. L., Bernal-Torres, C. A., & Rodriguez-López, J. E. (2021). Sustainability and resilience organizational capabilities to enhance business continuity management: A literature review.
_Sustainability_,
_13_(15), 8196.
[https://doi.org/10.3390/su13158196](https://doi.org/10.3390/su13158196)
Nurhanudin, N. (2021). Designing a Disaster Recovery Plan Using NIST 800-34 Framework on the Information System of The Directorate General of Hajj and Umrah.
_JURNAL SISFOTEK GLOBAL_,
_11_(2), 75-81.
[https://journal.global.ac.id/index.php/sisfotek/article/view/391](https://journal.global.ac.id/index.php/sisfotek/article/view/391)
Ostadi, B., Ebrahimi-Sadrabadi, M., Sepehri, M. M., & Husseinzadeh Kashan, A. (2023). A systematic literature review of organization resilience, business continuity, and risk: towards process resilience and continuity.
_Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies)_,
_16_(1), 229-257.
[https://doi.org/10.22059/ijms.2022.330383.674751](https://doi.org/10.22059/ijms.2022.330383.674751)
Russo, N., Mamede, H. S., Reis, L., Martins, J., & Branco, F. (2023). Exploring a Multidisciplinary Assessment of Organisational Maturity in Business Continuity: A Perspective and Future Research Outlook.
_Applied Sciences_,
_13_(21), 11846.
[https://doi.org/10.3390/app132111846](https://doi.org/10.3390/app132111846)
Sapapthai, S., Leelawat, N., Tang, J., Kodaka, A., Chintanapakdee, C., Ino, E., & Watanabe, K. (2020). A stakeholder analysis approach for area business continuity management: A systematic review.
_Journal of Disaster Research_,
_15_(5), 588-598.
[https://doi.org/10.20965/jdr.2020.p0588](https://doi.org/10.20965/jdr.2020.p0588)
Sasaki, H., Maruya, H., Abe, Y., Fujita, M., Furukawa, H., Fuda, M., … & Egawa, S. (2020). Scoping review of hospital business continuity plans to validate the improvement after the 2011 Great East Japan Earthquake and Tsunami.
_The Tohoku Journal of Experimental Medicine_,
_251_(3), 147-159.
[https://doi.org/10.1620/tjem.251.147](https://doi.org/10.1620/tjem.251.147)
Sawalha, I. H. (2020). Business continuity management: use and approach’s effectiveness.
_Continuity & Resilience Review_,
_2_(2), 81-96.
[https://doi.org/10.1108/CRR-05-2020-0016](https://doi.org/10.1108/CRR-05-2020-0016)
Widianti, T., Dinaseviani, A., Ayundyahrini, M., Sumaedi, S., Rakhmawati, T., Astrini, N. J., … & Mahmudi, M. (2024). Business continuity management: trends, structures and future issues.
_Business Process Management Journal_,
_30_(7), 2352-2379.
[https://doi.org/10.1108/BPMJ-01-2024-0046](https://doi.org/10.1108/BPMJ-01-2024-0046)